Tourism Development Framework for Scotland ...role of the planning system in delivering the visitor economy
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Tourism Development Framework for Scotland
...role of the planning system in delivering the visitor economy
July 2013Contents
Contents
Ministerial Statement
Preface
1.0 Introduction 1
2.0 Development Framework to 2020 7
Improving the Customer Journey 9
Theme 1 – Digital Connectivity 9
Theme 2 - Transport 10
Theme 3 – Accommodation 18
Theme 4 – Food and Drink 21
Providing Authentic Experiences 22
Theme 5 – Nature, Heritage & Activities 24
Theme 6 – Destinations Towns & Cities 33
Theme 7 – Business Tourism 36
Theme 8 – Events and Festivals 37
Aspirations and Ambitions – Our Development Opportunities 38
3.0 Making it Happen 39
VisitScotland July 2013
Tourism Development Framework for ScotlandMinisterial Statement As the Minister for Tourism, I am delighted to present and endorse the VisitScotland Tourism Development Framework for Scotland: role of the planning system in delivering the Visitor Economy. Tourism is a most important industry in Scotland - its benefit reaching into many different sectors within the wider visitor economy. Sustainable growth in the visitor economy over the next few years is a vital objective and this Framework will provide a useful point of guidance to development planning authorities to help secure this essential growth. It is critical that we all work together towards a common goal. The partnership formed between the publication of the national tourism strategy by The Scottish Tourism Alliance, Tourism Scotland 2020, and of this Framework encourages both the private and public sectors to work together to the credit of the visitor economy. We must all come together to make a positive contribution in the implementation process of this Framework and to evidence market demand in relation to the investment opportunities highlighted in the document. On behalf of the Scottish Government I congratulate VisitScotland - which is working in partnership with other national and local stakeholders in both the public and private sectors - on the production of this Framework, and I look forward to working with everyone involved in its creation towards the realisation of the potential and ambition of Scotland’s tourism industry. Fergus Ewing Minister for Energy, Enterprise and Tourism July 2013 VisitScotland July 2013 Tourism Development Framework for Scotland
Preface The Tourism Development Framework for Scotland: role of the planning system in delivering the Visitor Economy (the Framework) has been prepared to assist and promote growth in Scotland’s visitor economy to 2020. It supports the national tourism strategy (Tourism Scotland 2020) produced by the Tourism Leadership Group where our collective ambition is for Scotland to be recognised as a destination of first choice. It also supports the vision in the National Planning Framework in supporting sustainable economic growth and the transition to a low carbon economy. VisitScotland, working in partnership with other national and local stakeholders in the public and private sector, will seek to grow and develop the sustainable economic benefit of tourism to Scotland’s visitor economy. This Framework sets out actions and provides guidance to help co-ordinate future development in the visitor economy. Through a greater focus on co-ordination, the actions proposed by the Framework will help secure added value from future investment in infrastructure and promote engagement with the development plan system to realise future opportunities. The Framework is not the start of a new process. It builds on and continues to develop the ongoing partnership which Scottish Government and its agencies have had for some time with development planning authorities and the many other stakeholders working in the visitor economy at national and local level. This Framework should be considered by local authorities as they work with community planning partners to take forward their Single Outcome Agreements. VisitScotland welcomes the inputs to date from those that have contributed to develop this Framework. The visitor economy in Scotland supports many jobs across Scotland. For some, the visitor economy is a cornerstone of its local economy. Realising its growth potential to 2020 through the planning system is an important opportunity to grasp especially in our challenging economic climate. This Framework sets out actions to support sustainable growth in the visitor economy to 2020. It aligns with appropriate infrastructure and other relevant investment strategies across a range of public sector organisations and sets out future aspirations and ambitions of stakeholders working in the tourism sector for each development planning authority. These aspirations and ambitions are published in a separate Report (Aspirations and Ambitions – our development opportunities), and provide a range of opportunities to be considered in emerging and future development plans across Scotland. The Framework’s remit is to focus on development planning matters. Therefore it does not address other important operational matters in the sector such as service, skills, training or quality highlighted and being taken forward in parallel by industry in Tourism Scotland 2020. This Framework is a starting point to facilitate more co-ordinated working and added value in the sector. It will be reviewed and updated on a three year cycle, reviewing progress made and allowing updates to take account of progress in growing the visitor economy. More detailed work by VisitScotland in association with other stakeholders will follow using this Framework, leading to a series of Action Plans for Development for each development planning authority to help co- ordination at both the national and local level. VisitScotland July 2013 Tourism Development Framework for Scotland
1.0 Introduction
1.1 Scotland is an exciting and vibrant country - an iconic destination that offers a dramatic and enduring
visitor experience.
1.2 Scotland has tremendous tourism assets in our scenery and natural environment, our distinctive culture
and heritage, the heritage of our towns and cities, and the opportunities it offers for a range of sports
and leisure activities.
1.3 Tourism and the wider visitor economy is a vital industry for Scotland - benefiting our towns, cities and
rural areas, and helping support infrastructure, transport services and leisure and cultural facilities that
benefit the country as a whole. It contributes around £11bn (Deloitte 20101) to the Scottish economy.
This includes direct and indirect expenditure by both overnight and day visitors.
1.4 Scotland faces a challenge in meeting and moving to an agenda to secure sustainable economic
growth. All participants working in Scottish tourism recognise the need for a step change in the way it
both promotes and delivers growth. A co-ordinated and concerted focus on investing in the areas of
greatest opportunity will continue to help drive growth to 2020.
1.5 In response to this challenge, VisitScotland has published this - the first Tourism Development
Framework for Scotland…role of the planning system in delivering the visitor economy (the
Framework). The Framework supports the national tourism strategy promoted on behalf of the
industry by The Scottish Tourism Alliance – Tourism Scotland 2020, and the Tourism, recreation and
the visitor economy element of the spatial strategy in the National Planning Framework.
Purpose of the Framework
1.6 This Framework has been prepared to support the aim of increasing sustainable economic growth in
the visitor economy being promoted by the planning system at the national level – Scottish Planning
Policy and the National Planning Framework – and help development planning authorities (including
strategic development planning authorities, local planning authorities and national park authorities) to
develop their own strategies to grow the visitor economy in their local areas.
1.7 The Framework presents a number of actions as a Development Framework to 2020 for local and
national stakeholders operating in the visitor economy to help grow the visitor economy. These actions
are in response to the consultations received.
1.8 The Framework has collated the infrastructure and development opportunities provided in the
consultation process. These opportunities are presented to development planning authorities in a
separate report: Ambitions and Aspirations – Our Development Opportunities to be taken into
consideration as part of their ongoing development plan processes.
1.9 The Framework recognises the need for greater focus on current partnership working between public
and private sectors with VisitScotland supporting through an enabling role.
1.10 This Framework is not itself a specific commitment to expenditure by any local authority, Government
agency or stakeholder. It will help inform the investment programmes of public agencies and
infrastructure providers, as well as shaping planning policy for the Scottish planning system to realise
development opportunities to 2020.
1
The economic contribution of the visitor economy: UK and the Nations, Deloitte and Oxford Economics for Visit Britain, June 2010.
VisitScotland July 2013
Tourism Development Framework for Scotland 1Visitor Economy
1.11 The visitor economy is the term given to the interaction in economic terms between visitor spend and
the services which contribute to and benefit from this in Scotland. It is one of the most significant
parts of the wider Scottish economy and is important to enhancing Scotland’s future economic well-
being, especially in our rural areas.
1.12 Independently valued at around £11billion (Deloitte 20102), it has at its core the tourism sector with its
traditional areas of accommodation, activities, travel and attractions. This comprises in excess of
£4.5bn in overnight visitors with day visitors contributing a further £6.2bn.
1.13 In the Tourism Scotland 2020 strategy, the Tourism Leadership Group on behalf of the industry set a
target of securing an annual visitor spend of between £5.5bn and £6.5bn to 2020 for overnight
visitors – an increase of £1bn or more (at 2011 prices) over current performance. Support from the
planning system is necessary to help deliver this target.
1.14 The visitor economy is constantly subject to research on a range of matters to identify trends, market
demand, economic value and other matters. VisitScotland continues to monitor the demand in the
market. It is recognised that there is a need for ongoing research on the supply side to inform future
decision making. This could help define shortfalls in supply against market demand through gap
analysis.
1.15 Further research on the value of the visitor economy for each development planning authority is
needed as well as improved data on local tourism supply, demand and performance. Local authorities
are already working with VisitScotland in developing a more robust research approach. As a result
development planning authorities could set their own targets for growth in the visitor economy and
contribute to the targets set by the Tourism Scotland 2020 strategy.
ACTION
VisitScotland with other stakeholders will continue to co-ordinate research priorities to help
provide key information for development planning authorities to support opportunities for
growth in the visitor economy.
Delivering the Framework’s Actions through Co-ordinating Relationships
1.16 There is a complex set of relationships between the organisations responsible for the delivery of the
visitor economy in Scotland. The responsibility for the performance of the visitor economy lies across a
range of organisations in both private and public sectors.
1.17 The delivery of development opportunities often requires multi-agency collaboration, intensive project
management support and the adoption of a pro-active approach to secure the necessary investment.
Developing the ongoing partnership between the private sector, Scottish Government, its agencies and
Scotland’s councils is at the heart of the Framework and builds on the local tourism partnerships
around Scotland. Fostering collaboration is as the heart of the National Planning Framework.
Maximising the Value from Investment
1.18 The Framework has been produced in a challenging financial climate to secure investment from both
public and private sectors.
1.19 There is limited funding available in the public sector from Scottish Government and local government
budgets to stimulate investment in the visitor economy. Therefore, the Framework has adopted an
2
Ibid.
VisitScotland July 2013
Tourism Development Framework for Scotland 2enabling approach to maximise benefits through added focus and co-ordination in future decisions
and investment strategies for infrastructure investment across the public sector.
1.20 We are seeking to increase awareness and value in existing investment to directly benefit the visitor
economy. The enabling approach proposed by VisitScotland is set out in the final section of this
Framework – Making it Happen. This approach will also be of benefit to the delivery of Tourism
Scotland 2020.
1.21 Most of the investment to deliver upgrades to existing business or establishing new businesses in the
visitor economy will come from the private sector and more often from smaller businesses in rural
locations. To help facilitate private sector investment, innovative funding propositions may be
required.
1.22 The consultation process confirmed that obtaining planning permission remains a critical matter to
securing investment. The actions recommended in this Framework seek to build confidence in securing
planning permission, and releasing private sector finance – especially in rural and island locations.
1.23 Development opportunities need to be approached in a different and distinct way for projects in rural
and island locations. Dependency on a more limited seasonal market and need for greater business
diversification are key issues for businesses serving the rural and island markets. This gives rise to
different financial circumstances and particular challenges to support and secure viable business
solutions.
1.24 Development in rural and island locations with potentially limited or more variable (seasonal) market
demand therefore requires greater consideration of the economic and financial factors needed to
support the business case during the planning determination process. Supporting enabling
development, avoiding unnecessary upfront demands for infrastructure and introducing flexibility in
how best to meet planning policy requirements can provide invaluable support to secure a viable
business case.
1.25 At all times, understanding and supporting the specific needs and requirements of the business is at
the core of realising the development opportunity irrespective of its location in an urban, rural or island
location. It is critical that market demand evidence underpins development opportunities, irrespective
of location.
Influencing the Planning System
1.26 A significant amount of work is already being carried out in the visitor economy by local authorities
and other agencies, working in partnership and involving both public and private sectors. The
Framework builds upon this on-going work and where possible, by securing a more co-ordinated
approach, will harmonise future investment strategies in the public sector to create added value and
will support the ambition to make Scotland a destination of first choice by 2020.
1.27 The consultation process and the views of 90 organisations and individuals in the visitor economy have
informed this Framework. This included local authorities, leading agencies in the private sector along
with Highlands and Islands Enterprise, Scottish Development International, Scottish Enterprise, Historic
Scotland, Scottish Natural Heritage, Marine Scotland, Forestry Commission Scotland, Museums
Galleries Scotland, Transport Scotland, the Regional Transport Partnerships and others.
1.28 A fundamental change in focus has now emerged to deliver potential growth in the visitor economy.
The private sector, through The Scottish Tourism Alliance, has set its national strategy in its publication
Tourism Scotland 2020. This Framework supports The Scottish Tourism Alliance to deliver parts of its
VisitScotland July 2013
Tourism Development Framework for Scotland 3national tourism strategy. The publication of Tourism Scotland 2020 along with this Framework
encourages partnership working to focus activities and define priorities in the visitor economy.
1.29 In terms of its relationship with Tourism Scotland 2020, this Framework focuses on the investment and
development opportunities arising from two key parts of the strategy - Improving the Customer
Journey and Providing Authentic Experiences. The wider strategy is being taken forward in parallel by
the Scottish Tourism Alliance. The Tourism Scotland 2020 strategy is set out in Diagram 1.
Diagram 1: Playing to Our Strengths
Source: Tourism Scotland 2020
1.30 This Framework therefore focuses on influencing future infrastructure investment and promoting
development opportunities based on evidence of market demand, to help stimulate growth in the
visitor economy with support from the development planning and development management system.
It is supported by a range of development opportunities identified through its consultation process to
realise the expansion of the visitor economy in the period up to 2020.
VisitScotland July 2013
Tourism Development Framework for Scotland 41.31 The Framework informs statutory development plans about potential development opportunities. It
promotes the need for a supportive policy framework and it is to be used as a material consideration in
the determination of planning applications for new and expanded facilities which form part of the
visitor economy. It also provides assistance to local authorities as they work with community planning
partners to take forward their Single Outcome Agreements.
1.32 Underlying the Framework is the support for the spatial strategy in The National Planning Framework
to help make Scotland a low carbon place; a natural place to invest as well as being a successful,
sustainable place which is well connected. It supports Scottish Government’s aims for quality in design
and place making in our environment.
1.33 Development plans which are attuned to the needs of the visitor economy are of particular significance
in enabling Scotland to attract and secure further investment, whether it comes from an indigenous
business or from an inward investor. The development framework for the visitor economy is set out in
Chapter 2. It is presented by reference to the following elements in Tourism Scotland 2020’s strategy
Improving the Customer Journey and Providing Authentic Experiences, focusing on the following
themes:
Improving the Customer Journey
Theme 1 - Digital Connectivity
Theme 2 - Transport
Theme 3 - Accommodation
Theme 4 - Food & Drink
Providing Authentic Experiences
Theme 5 – Nature, Heritage & Activities
Theme 6 - Destination Towns & Cities
Theme 7 - Business Tourism
Theme 8 - Events & Festivals
1.34 These elements of the strategy are identified in Tourism Scotland 2020 and form the core of the
Development Framework. This strategy and their Themes is a useful appraisal tool for development
planning authorities to use to formulate tourism development strategies in their development plans.
1.35 The visitor economy operates across a range of geographies and boundaries. The overall experience of
our tourists and visitors is dependent on the quality of the overall customer journey. On-going working
through an inter-authority perspective in partnership with stakeholders will help formulate
development strategies in the visitor economy which avoid duplication and help set priorities.
1.36 The consultation process for this Framework highlighted the need for the development management
process across Scotland to be more supportive to emerging tourism projects. Giving more weight to
the sustainable economic factors in taking planning decisions is highlighted in this Framework.
1.37 In producing this Framework, the consultation process highlighted many ambitions and aspirations for
the visitor economy. These have been collated and published separately in Ambitions and Aspirations:
Our Development Opportunities. These opportunities will enable planning authorities to formulate
development strategies and proposals at the local level and help influence future infrastructure
investments through their development plans.
1.38 The Framework now provides a focus and reference point for all emerging and future development
plans with an interest in the visitor economy. It sets out actions and opportunities for development and
VisitScotland July 2013
Tourism Development Framework for Scotland 5if supported in the development plan, it will help provide developers, investors, businesses and
communities with greater certainty to realise their ambitions. This provides confidence to investors by
helping minimise the planning risk.
Compliance with statutory requirements
1.39 The Framework has been subject to a screening for Strategic Environmental Assessment (SEA). SEA is
targeted at plans, programmes and strategies with significant environmental effects. Confirmation has
been received that a SEA is not required for this Framework.
VisitScotland July 2013
Tourism Development Framework for Scotland 62.0 Development Framework to 2020
Introduction
2.1 The industry led national tourism strategy, Tourism Scotland 2020, highlights the need to secure
growth through turning Scotland’s tourism assets into authentic experiences which cannot be easily
replicated by Scotland’s competitors.
2.2 This Framework has been specifically framed around the strategy set out in Tourism Scotland 2020 -
Improving the Customer Journey and Providing Authentic Experiences. It places the customer at the
heart of the development strategy. By highlighting actions, this Framework sets out how fostering
collaboration in co-ordinating investment in infrastructure and highlighting potential development
opportunities can help secure growth.
2.3 This Framework is based on the following two Themes:
Improving the Customer Journey
Theme 1 - Digital Connectivity
Theme 2 - Transport
Theme 3 - Accommodation
Theme 4 - Food & Drink
Providing Authentic Experiences
Theme 5 – Nature, Heritage & Activities
Theme 6 - Destination Towns & Cities
Theme 7 - Business Tourism
Theme 8 - Events & Festivals
2.4 The actions highlighted to address priorities across these Themes create the Framework to 2020.
Development Framework
2.5 This Framework is summarised in the Executive Summary: Development Framework to 2020. The
Framework lists the actions necessary to encourage growth in the visitor economy. It supports the
Scottish Government’s Economic Strategy for increasing sustainable economic growth.
2.6 Connectivity is key to the visitor experience and helping to secure growth. Individuals will focus on
their own geographic area or theme of interest – from a single location to an extensive journey across
Scotland. Scotland’s visitor economy is predominantly based on regional settings. To maximise
benefits, any emerging spatial strategies by development planning authorities may need to extend
beyond the local authority area and seek inter-authority and inter-agency co-operation and
collaboration. Tourism Scotland 2020 through its Destination Towns and Cities Theme is exploring this
regional perspective.
2.7 Opportunities and proposals have been collated for all development planning authorities across
Scotland and are presented in the separate report – Ambitions and Aspirations: Our Development
Opportunities.
2.8 There is considerable scope for further sustainable development serving the visitor economy to be
accommodated within our urban and rural environments, even in locations known to be sensitive for
their heritage, environmental or cultural value. The question is about striking the appropriate balance
between the benefits from sustainable economic growth and the suitability of the mitigation for any
VisitScotland July 2013
Tourism Development Framework for Scotland 7impacts arising. This balance can only be struck at the local level when all relevant information is
available to the planning authority.
VisitScotland July 2013
Tourism Development Framework for Scotland 8Improving the Customer Journey
2.9 Tourism Scotland 2020 sets out a strategy to provide a consistently high quality of visitor experience at
all points along the customer journey. This Framework highlights the following actions.
Theme 1 – Digital Connectivity
2.10 The quality of the customer journey is increasingly dependent on the availability of digital information.
In most instances, the customer journey will start with website searches at the planning stage based at
home.
2.11 The role of tour operators in providing information, choice and opportunities to the market is
recognised as an important factor in the journey planning stage.
2.12 Information about destinations, accommodation availability, events, and attractions along the
customer journey route is increasingly important for our visitors on the move within Scotland. The
reliability of our broadband and mobile phone connectivity across Scotland is essential to support
growth in the visitor economy.
2.13 Improvements to our digital infrastructure are necessary to support growth in the visitor economy as
well as other economic sectors. Scotland's Digital Future: Infrastructure Action Plan3 outlines the
commitment to a world-class, future proofed infrastructure that will deliver digital connectivity across
the whole of Scotland by 2020.
2.14 The Scottish Government’s Step Change programme will extend the infrastructure needed to deliver
next generation broadband to areas where the market will currently not go. Over £240 million of
public funding is being made available which, when combined with commercial rollout, will deliver
next generation broadband access to 85% of premises in Scotland by 2015 and around 95% by 2017.
World-Class 2020 will deliver a longer term plan, developed in parallel, to ensure we have the right
mechanisms, partnerships and commercial models in place to deliver world-class infrastructure in a
sustainable way and in partnership with industry.
2.15 In turn, as the availability of digital infrastructure is progressed across Scotland, businesses in the visitor
economy (especially smaller establishments) will have the opportunity to improve the marketing of
their products and services.
ACTION
Working with the Scottish Government and key public and private stakeholders involved in
the delivery of the Digital Scotland strategy, VisitScotland will seek to ensure that the needs
of the tourism economy are effectively catered for in all action plans.
3
Scotland's Digital Future: Infrastructure Action Plan, Scottish Government, January 2012.
VisitScotland July 2013
Tourism Development Framework for Scotland 9Theme 2 - Transport
2.16 Transport plays a vitally important role in the tourism experience. The journey to, around and from
Scotland is an integral part of the overall holiday experience. For the purposes of this Framework, this
element of the customer journey has been subdivided into:
Theme 2A – travelling to Scotland; and
Theme 2B – travelling around Scotland
2.17 Accessibility is a key driver to attracting inbound visitors and distributing them from the main transport
hubs to other locations around Scotland. An effective road and rail infrastructure with national and
international connections by air and sea is essential.
2.18 The Strategic Transport Projects Review (STPR) sets the Scottish Government's transport investment
priorities for the next 20 years. The STPR does not specifically include recommendations that are the
responsibility of local authorities and Regional Transport Partnerships (RTPs) to develop and
deliver. Ministers have identified 4 priorities from the 29 recommendations proposed by the STPR.
These are the Forth Replacement Crossing; Edinburgh Glasgow Improvement Programme (EGIP);
Highland Mainline Improvements; and Aberdeen to Inverness Rail Improvements – all of which will
benefit the visitor economy.
2.19 Other recommendations arising from the STPR will be taken forward in line with the resources
available from future spending reviews. Transport Scotland is currently undertaking preliminary works
on STPR recommendations, including design works on the A96 between Aberdeen and Inverness and
the design of extended dual carriageway sections on the A9 north of Dunkeld.
2.20 In line with Scottish Government strategy, the underlying aim of this Framework is to encourage travel
by more sustainable modes of transport. Currently, the car is still the most popular method of travel
for arrival and departure in the visitor economy. This is followed closely by air but with an increasing
popularity of travel by rail. Cars, buses/coaches and trains are still the most popular methods by which
visitors travel around Scotland.
2.21 Investment in transport infrastructure is guided by the National Transport Strategy’s three strategic
outcomes (Improved journey times and connections; Reduced emissions; and Improved quality,
accessibility and affordability). Investment in current transport infrastructure supports the visitor
economy such as:
Edinburgh tram providing an onward connection for passengers using Edinburgh Airport;
Borders rail link, connecting parts of central Borders to Edinburgh;
Edinburgh-Glasgow Improvement Project;
New Forth Bridge Crossing; and
Upgrades to improve our popular scenic routes.
2.22 This Theme focuses on the main arrival gateways for the visitor economy at Scotland’s airports, ports,
train stations and improving the tourism value along key routes on the strategic road network, as well
as tourist routes. References to cycling and walking along our growing path network are discussed in
Theme 5 – Nature, Heritage & Activities.
Smart and Integrated Ticketing
2.23 Integrated ticketing at our key gateways across Scotland – airports, ports and cities – provides an
opportunity to ensure our visitors can travel reliably, easily and comfortably around Scotland.
VisitScotland July 2013
Tourism Development Framework for Scotland 102.24 A Report has been prepared by PWC for Transport Scotland4 to help advance Transport Scotland's
policy towards smart and integrated ticketing in Scotland. The Report has set out the strategic vision
for the roll out of a smart and integrated environment, as follows:
Short-term (2011 – 2013) – Continuing with the roll-out of Smart technology in Strathclyde
and the rest of Scotland;
Medium-term (2013 – 2018) – Taking steps towards the integration of modes in Strathclyde;
and
Longer-term (2018 onwards) – further integration of Smart-enabled modes, beyond
Strathclyde and progressing to other areas, leading to nationwide coverage
2.25 Providing a smart and integrated ticketing system across Scotland along with high quality travel
information in a digital format is essential. Allowing people to travel across all public transport modes
using just one ticket remains a priority. The introduction of rapid, safe and simple transport options
from airports to business centres is increasingly beneficial in attracting major conferences and
international investment.
2.26 The cross selling of smart and integrated travel ticketing options would increase the ease of purchase
for visitors, support visitor dispersal and thus increase benefits for our rural areas. Integrated ticketing
is particularly important for those councils with international or large domestic airports, ports and
mainline train stations acting as gateways (arrival points) into Scotland.
ACTION
Working with Transport Scotland, Regional Transport Partnerships and other stakeholders,
VisitScotland will encourage the introduction of a smart and integrated ticketing system,
initially at all gateways into Scotland, and then across Scotland.
Theme 2A Travelling to Scotland
Airports
2.27 Scotland’s main international airports are an important gateway to Scotland and support the visitor
economy as well as playing a strategic economic role in their regional economies.
2.28 The key requirement for our international airports is the need to maintain and secure new routes to
key destinations across the aviation network. International connectivity and particularly long haul
connectivity in the UK is dominated by Heathrow which offers the greatest number of onward
connections and frequency of leader services. Scottish airports need to maintain their connectivity with
Heathrow (and Gatwick) in order to meet customer demand along with expanding direct international
links to other destinations as well as connections to other key European hub airports. Tourism
Scotland 2020 also identifies other markets that could be used to prioritise future routes and transport
priorities.
2.29 Transport Scotland is committed to working with its partners to develop Scotland’s aviation routes for
key markets. Ultimately, the routes and schedules they wish to operate is a commercial matter for the
airlines to decide and not one in which the Scottish Government can intervene. Scottish Government
continues to support route development through direct engagement with airlines and the provision of
market and route analysis on the potential of the Scottish market to sustain new direct international
air services.
4
Smart & Integrated Ticketing Report for Scotland, PWC, 18th March 2011.
VisitScotland July 2013
Tourism Development Framework for Scotland 112.30 Convenient and reliable surface access to and from our airports by a range of modes of transport is
fundamental to their successful operation as well as enhancing sustainability. Glasgow Prestwick is
Scotland’s only rail connected airport. Individual transport solutions for each airport is needed with the
aim of improving the modal share to public transport through improving services in all our airports and
facilitating interchange at transport hubs.
2.31 The consultation process highlighted the UK visa regime and Air Passenger Duty (APD) as adversely
impacting on future passenger numbers. Both of these matters are the remit of UK Government and
Scottish Government continues to monitor matters.
ACTION
Working in partnership with airport operators, Transport Scotland (in association with the
UK Department for Transport), SDI and other stakeholders, VisitScotland will encourage
greater international connectivity at Scotland’s airports.
Working in partnership with airport operators, Transport Scotland, Regional Transport
Partnerships and other stakeholders, VisitScotland will encourage a review of the
accessibility of their transport interchanges to all modes of travel with the aim of improving
sustainability of travel for onward journeys.
Railways
2.32 The tourism potential offered by high speed connections to England is recognised. The ambition is for
a high speed rail link north to south, joining Scotland to the planned UK network. The High Speed Rail
from London to Birmingham service is planned to begin service in 2026, with the Birmingham to
Manchester/Leeds beginning in 2032. Transport Scotland is working with The Department for
Transport to ensure that Scotland is part of the UK Government’s strategy for High Speed Rail.
2.33 The 7 Regional Transport Partnerships (RTPs) have, in their Regional Transport Strategy Delivery Plans,
identified regional and local priorities for transport interventions which support sustainable economic
growth, including supporting tourism. These Delivery Plans incorporate national priorities identified in
the STPR, including improvements to the Highland Main Line between Inverness – Perth (parallel to the
A9 road improvements); rail enhancements between Aberdeen and the Central Belt; and extension of
rail electrification beyond the Edinburgh-Glasgow Improvement Project (EGIP) scheme northwards
through Perth to Inverness and Aberdeen.
2.34 Our mainline railway stations are important gateways to Scotland for our incoming visitors. The sleeper
services to and from London are important tourist connections. Improved connectivity in rail links to
Aberdeen and Inverness from the central belt continues to be a priority. Our mainline stations need to
function as transport hubs in their own right and the ongoing upgrade of these stations is important in
meeting this requirement.
ACTION
Working with Transport Scotland, Regional Transport Partnerships (RTPs), Network Rail,
ScotRail and other stakeholders, VisitScotland will encourage improvements to mainline
stations to enhance the visitor experience and enable greater accessibility to all modes of
travel.
Ports
2.35 Ports are important in relation to both providing access to Scotland for visitors, as well as in supporting
the cruise liner and leisure craft sectors. Ports are run on a commercial basis and are expected to be
self-funding.
VisitScotland July 2013
Tourism Development Framework for Scotland 122.36 Future areas of possible development need to continue to include collaboration on key national and
international ferry routes. The ongoing need for a direct car ferry service to mainland Europe from
Scotland continues to be highlighted as an important requirement.
2.37 Future requirements include support and improved access to and from ferry ports across Scotland as
well as exploring the potential for the cruising market. The need for any infrastructure development to
support the visitor economy should be considered in conjunction with other emerging investment
requirements and upgrades to meet requirements such as offshore renewables.
ACTION
Working in partnership with Transport Scotland, port operators, Regional Transport
Partnerships and other stakeholders, VisitScotland will encourage improvements to ports to
enhance the visitor experience and enable greater accessibility to all modes of travel.
Cruise Market
2.38 Cruise market is considered as part of the Transport Theme in this Framework because of the need to
consider the onshore infrastructure necessary to provide a quality service to tourists and attract
operators. The cruise market is a developing part of the Scottish tourism offering. Within this market,
Scotland is seen as performing strongly in the premium end of the market.
2.39 However, a number of infrastructure and other factors are currently limiting the potential for further
growth of the product within Scotland:
Capacity and limits ashore – many rural attractions struggle to cope with the volume of
passengers which would arrive en masse from a cruise ship;
Coaches – in some locations, availability of coaches is a limiting factor on vessels over 2,000
passengers and in some cases 1,000 passengers. One tour operator exited the market for this
reason finding the logistical challenges too great for the level of returns;
Visitor experience – instances have been identified where the number of cruise passengers
landed impairs their experience of the destination. For some parts of Scotland, the essence of
the explorer type product is the remoteness and ability to experience the natural world; and
Local benefit – Local businesses should be encouraged to understand the benefits of the Cruise
Business and how best to benefit from its sporadic but valuable trade opportunities. Certain
Cruise operators believe that Scotland is behind many countries in understanding the complete
range of trade available from Cruise Tourism and crew visits.
2.40 To maximise the potential of this market, operations need to be at the premium end and there is a
need to invest to address identified issues. Increasing the number of port calls leads to an increase in
the shore excursion offerings and profile destinations. Planning and co-ordination between these
cruise destinations is an essential part of developing this market. Further clarification is needed on the
economic benefit of this market to Scotland and to identify the potential of this market. Previous
research carried out into the Cruise market will be revisited to help provide the clarification required.
ACTION
Working in partnership with Cruise Scotland, a local and national stakeholder working
group, including VisitScotland, will examine the future of the cruise market for Scotland and
identify priorities for action to grow this market.
VisitScotland July 2013
Tourism Development Framework for Scotland 13Theme 2B – travelling around Scotland
Air Services
2.41 Our internal domestic flights around Scotland are important to the social and economic welfare of the
areas they serve especially air services in the Highlands and Islands. Barra's beach landing strip has
been named as one of the world's most stunning airport approaches.
2.42 Highlands and Islands Airports Ltd (HIAL) is responsible for the operation and management of the
airports in the Highlands and Islands and Dundee. These air services contribute to promoting
sustainable economic growth in these areas including the visitor economy but are loss making and are
supported by subsidies from the Scottish Government.
ACTION
Working in partnership with airport operators, national and local stakeholders, VisitScotland
will consider measures to encourage take-up of air services by visitors.
Ferry Services
2.43 Ferries operating within Scotland are an essential part of Scotland's transport network. They perform
several roles including contributing to the sustainability of our more remote communities through
tourism. Our ferry services are a convenient way to see our stunning scenery and marine life and ferry
travel is an important part of our transport network, for both residents and tourists alike. Our ports
and harbours provide opportunities to act as gateways to our islands and peninsulas and develop
business opportunities to serve the visitor economy. The visitor economy in the Outer Hebrides, Orkney
and Shetland benefits from improved connectivity by sea.
2.44 Transport Scotland has now published the Scottish Ferry Services: Ferries Plan (2013 - 2022) which sets
out the future of ferry services until 2022. Enhancing the take-up of Scotland's ferry services and
related infrastructure are key to supporting business and employment opportunities generally as well
as the visitor economy.
ACTION
Working in partnership with Ferry operators, Transport Scotland and other national and local
stakeholders, VisitScotland will consider measures to encourage take-up of ferry services by
visitors.
Railway Services
2.45 Scotland’s rail network has 350 railway stations and over 2,700 kilometres of track. The rail network in
the west of Scotland is the most heavily used commuter network in the UK outside London and caters
for around 60% of passenger journeys made in Scotland. There are a number of current STPR
priorities for rail enhancements as well as those referred to in paragraph 2.335. The East Coast, West
Coast and Cross-Country cross-border rail services are important for long distance, leisure and tourism
travel.
2.46 Services in Scotland are provided by UK operators with connections into and within Scotland from
England; ScotRail (the national operator); and regional operators. ScotRail operates 95% of all rail
services in Scotland providing 2,400 services a day. Travel by rail is now a growing sector with over
83M journeys by rail. ScotRail is committed to the introduction of new technology on some its routes
to 2015.
5
http://www.transportscotland.gov.uk/strategy-and-research/publications-and-consultations/j11260a-00.htm
VisitScotland July 2013
Tourism Development Framework for Scotland 142.47 More than one third of ScotRail travel can be attributed to tourism (whether domestic or overseas) and
some 25M to 30M passenger journeys are made on leisure trips. More than half of ScotRail’s
customers (52%) are defined as being short and long distance leisure trips.
2.48 Scotland’s rural routes travel through some of the most iconic scenery in the world. The West Highland
Line from Glasgow to Fort William and Mallaig is one of the top rail journeys in the world. Some of the
rural routes can be further developed to enahnce their tourism value.
2.49 Upcoming network improvements include £650M Edinburgh-Glasgow Improvement Programme as
well as the Borders railway (£350M) following on from new routes such as Glasgow-Edinburgh via
Bathgate and Stirling – Alloa as well as new station openings. Services to tourist destinations such as
Oban and Ayr are planned for enhancement as well new timetables providing additional services to
boost connectivity and faster journey times.
2.50 Rail services also support major sporting and cultural events. As an example, sustainable travel options
from ScotRail will be available for both the Commonwealth Games and Ryder Cup in 2014 as well as
planned station upgrades.
2.51 Transport Scotland will invite bidders for the next ScotRail franchise in 2015 to make proposals which
will further realise the tourism potential of our railways and how they can showcase Scotland.
ACTION
Working with Transport Scotland, Regional Transport Partnerships (RTPs), Network Rail,
ScotRail and other stakeholders, VisitScotland will consider measures to encourage take-up
of rail services by visitors.
Road Improvements
2.52 Nearly one third of the 14.7M people who visit Scotland enjoy touring our country.
2.53 The A9 is Scotland’s longest trunk road and passes through areas outstanding in wildlife and
landscape terms, some of which are of national or international importance, in particular, the
Cairngorms National Park - Britain’s largest National Park. Transport Scotland considers the A9, A82,
A83 and A75 as routes with a particular tourism focus. There are a number of sign-posted National
Tourist Routes identified as an alternative choice to travelling on the trunk road network.
2.54 Transport Scotland, Regional Transport Partnerships and their partner councils are working together to
deliver improvements to the strategic transport network. £2.5bn has been invested in road
maintenance and operation since 2007 to facilitate economic growth including the visitor economy.
2.55 Continuing investment to maintain and improve our roads is essential and preparation is underway to
take forward a number of schemes, either in the near future or when funding is available, which will
enhance these key tourist routes such as:
A9 – The £3bn project to dual the entire route between Perth and Inverness by 2025 which will
improve access to tourist and recreation sites, to road safety, and to journey times and
reliability.
Aberdeen Western Peripheral Route - This £745m, 28 mile bypass will provide a fast link
between towns in the north, south and west of Aberdeen, bringing significant benefits to local
communities not just in the city of Aberdeen but to the whole of the North-east as well as the
visitor economy.
VisitScotland July 2013
Tourism Development Framework for Scotland 15 A82 – A £9.2m upgrade of the route at Loch Lomond’s Pulpit Rock will commence in spring
2013 and improve traffic flow in the area; and work on a £15m Crianlarich bypass is about to
start which will reduce congestion and noise within the village.
A83 – Ministers are considering how best to bring forward a £40m package of works to
improve the route at the Rest and Be Thankful, and between Tarbet and Kennacraig;
A75 - Preparatory work is underway to enable delivery of the £25 million Dunragit Bypass and
the £20m Hardgrove to Kinmount upgrade.
2.56 Other routes are prioritised for upgrading within the Strategic Transport Projects Review (STPR) such as
the A90 at Dundee and the A96 between Aberdeen – Inverness.
2.57 With commitment to the upgrade of the A1 within England up to Berwick, there is a need to consider
the benefits of improvements to cross border routes such as the A1 from Berwick to Dunbar. Other
routes such as A93 Royal Deeside tourist route from Braemar to Perth, A87 Skye, A95 for the Speyside
Whisky Trail, and A92 to Dundee are potential priorities for upgrade.
2.58 Upgrades to routes with tourism potential need to consider a wide range of factors to maximise
benefit to the visitor economy including ease of connectivity (and signage) to tourist destinations;
opportunities to incorporate vistas in route design and stopping places along the route to take
advantage of scenic views. Scottish Transport Appraisal Guidance (STAG) appraises investment
decisions but there is a further opportunity to take matters into account through Design Statements
for route infrastructure improvements.
2.59 Councils along with the Regional Transport Partnerships and Transport Scotland are addressing the
need for ongoing improvements required to the national, regional and local road network supporting
the visitor economy. The designation of national tourist routes, along with the emerging scenic routes,
improves accessibility and facilitates connectivity to the customer journey thereby adding value to the
visitor economy.
ACTION
Working in partnership with Transport Scotland, Regional Transport Partnerships (RTPs) and
partner councils, and other stakeholders, VisitScotland will encourage the prioritisation of
interventions to improve connectivity along strategic visitor routes.
Working in partnership with Transport Scotland, Regional Transport Partnerships (RTPs) and
partner councils, and other stakeholders, VisitScotland will encourage the development of a
series of scenic tourist routes throughout Scotland.
Coach and bus services
2.60 Transport Scotland sets the national policy framework on buses which is delivered by bus operators,
local authorities, Regional Transport Partnerships and the regulatory authorities. The majority of bus
services in Scotland are operated on a commercial basis by private bus companies. Bus services to/from
our gateways and transport hubs, as an integral part of urban public transport services and
connections between our towns and villages, together with direct links to major visitor attractions, are
essential in supporting the visitor economy. This sector plays an increasingly important role in
sustainably transporting day visitors and tourists to attractions and destinations around Scotland.
2.61 Key to a successful journey is the need for the right infrastructure to allow passengers to be collected
and disembark safely. Essential infrastructure for coach operators at a local scale is still needed for
VisitScotland July 2013
Tourism Development Framework for Scotland 16collection and disembarkation along with designated safe and secure layover parking in many of our
tourist destinations.
ACTION
Working in partnership with development planning authorities, Councils, Regional Transport
Partnerships and other stakeholders, VisitScotland will encourage improvements for the
operation of coach and bus services in recognised tourist destinations.
VisitScotland July 2013
Tourism Development Framework for Scotland 17Theme 3 – Accommodation
2.62 This Theme includes accommodation requirements in both urban and rural areas and potential for
further resort development. Accommodation is one of the main drivers of tourism revenue. Scotland’s
tourist accommodation supply, particularly at the higher end of the market, helps support the growth
of the visitor economy.
2.63 The British Hospitality Association (BHA) has highlighted that there continues to be pipeline of new
hotel development throughout Scotland amounting to around 3% of room-stock (room-stock
estimated at circa 63,000 rooms). There is potential for a further 27% of room-stock on hold pending
a more favourable investment and development climate. BHA considers that incentives such as
including investing in hotels as a qualifying Enterprise Investment Scheme (EIS) and the re-introduction
of capital allowances on hotel buildings would help stimulate investment in the hotel sector.
2.64 Ongoing investment in Scotland’s tourist accommodation product from the private sector is therefore
imperative to ensure that the product quality expectations of visitors are met going forward. Accepting
the need for more, higher quality accommodation, and noting the constraints imposed by current
economic conditions, the overall strategy also needs to incorporate 5 star quality experiences for the
budget traveller without the need to stay in 4 – 5 star accommodation.
2.65 The analysis of visitors’ wants and needs from VisitScotland’s 2011/12 Visitor Survey highlights that, in
particular, investment opportunities and requirements exist around:
Improving the quality of existing accommodation which will help to drive up occupancy levels
and provide higher yields for tourism businesses; and
Investing in new accommodation provision from quality budget hotels to high end luxury
resorts, which can attract new visitors to Scotland.
2.66 Aberdeen, Glasgow, and Edinburgh have seen significant levels of investment in new accommodation
in recent years, with further commitments in the pipeline – many awaiting improving economic
conditions.
2.67 There is still a requirement in Edinburgh, Glasgow and Aberdeen to provide further 4 and 5 star
accommodation to support business tourism, in particular close to major conferences. Opportunities
also exist for further investment in niche accommodation, including serviced apartments and new
boutique hotels. These can meet the needs of the business traveller and provide for the short break
international and affluent mature domestic market.
2.68 Additionally, Perth Concert Hall struggles to compete for events of scale as a result of the limited
number of appropriate bed spaces within the city and surrounding area. The regeneration of Dundee
Waterfront with the arrival of the V&A will bring new life to its downtown area and with it, increased
demand for hotel accommodation.
2.69 Whilst the cities have seen a growth in new bedroom provision, rural locations and small towns have
struggled to attract investment. This has been highlighted as a barrier to the future growth of tourism
in these areas in the consultation responses. Consequently, it acts as a constraint on those expanding
outdoor experiences, such as walking, mountain biking, wildlife watching and other niche markets
which rely on the rural product.
VisitScotland July 2013
Tourism Development Framework for Scotland 182.70 Significant investment has been made in recent years on the west side of Loch Lomond in hotel
accommodation, but further opportunities remain around the south of the Loch at the gateway to the
National Park, as well as further north in the Cairngorms National Park.
2.71 Particular gaps have been highlighted in accommodation around such ‘honey pot’ locations as St
Andrews, Fort William, Inverness, Oban, Ullapool, Skye, Outer Hebrides, Shetlands and Perthshire.
These include hotels for groups and coach parties, independent country house hotels and high quality
self catering developments. There is a need for a full network of hotels offering value and quality
across Scotland which meet the needs of touring groups based on market demand.
2.72 The country house hotel, for so long a significant generator of short break tourism to Scotland is under
pressure. It needs to evolve its experience to meet the changing needs of customers and move towards
a more financially viable and hence sustainable business investment model.
2.73 Across Scotland, there is a need to consider the potential opportunities for future hotels close to
existing visitor attractions. Some hotels may be conversions or redevelopment of existing buildings.
Some may form part of an overall regeneration of an area. Where possible, proposals for new
accommodation should form part of a wider mixed use development, maximising the opportunity for
enabling development to cross fund the tourism project.
2.74 Holiday home and touring parks are important largely for the UK tourism market in terms of the
volume of rural tourism bed spaces they provide and the economic benefits that flow from this scale of
tourism activity. These parks may offer a range of accommodation, including static caravan holiday
homes, low carbon holiday chalets and pitches for touring caravans, motor-homes, camping and other
more novel accommodation as well as a diverse range of infrastructure and amenity provision. Many
holiday and touring parks recognise the need to upgrade to improve quality to meet customer
demands. Raising finance for this investment may require the need to expand the park to help support
any upgrade.
2.75 Self-catering tourist accommodation in the countryside is by and large well provided for throughout
Scotland with some gaps at the higher quality end of the market. This is often a lifestyle business
which can provide the important personal touch for the authentic Scottish experience. This sector
needs to continue to embrace digital communication as a means to connect with its market including
mobile browsing.
ACTION
In partnership with local and national stakeholders, VisitScotland encourages development
planning authorities to consider further accommodation requirements at locations where
there is evidence of market demand including the upgrade or expansion of existing hotels.
Other priorities include:
a. Identifying locations for investment in new hotels in city centre locations around
major conferences which will also support business tourism;
b. Identifying locations for investment in new hotel accommodation in towns and rural
areas, including the country house hotel product; and
c. Setting policy to encourage investment in other forms of holiday accommodation in
rural areas such as new self-catering accommodation (where deficiencies are
identified), bunkhouse provision, holiday parks and novel low carbon development.
VisitScotland July 2013
Tourism Development Framework for Scotland 19You can also read
